Leadership ...<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Leadership<\/span> Mastermind Group<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Purpose of the meeting<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tTo create<\/strong> a strong motivation to seek out-of-the-box solutions in a difficult business environment and to sustain team spirit and leadership attitudes among Executives.<\/p><\/li>To inspire<\/strong> to reframe one’s professional and personal perspective towards the changes that are now a permanent feature of the market, professional and personal environment in order to arouse and realise unconscious potential.<\/p><\/li>To build<\/strong> personal courage to boldly face the challenges of both professional and personal life.<\/p><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t![\"\"](\"https:\/\/smiechandpartners.com\/wp-content\/uploads\/2024\/09\/Leadership-Mastermind-Group.jpg\")
\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Form of meetings:<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tMeetings take the form of focused, open conversation, sharing best practice and generating ideas based on five key principles: confidentiality, honesty, accountability, support and creativity.
The resulting ways of dealing with difficulties and proposed methods of achieving goals will be reflected upon and discussed in the forum. The session will produce a list of concrete conclusions, which will become a reference for the participants’ functioning in the coming future. Each participant will choose one of the practices to implement between sessions.
At the next meeting, participants will start by discussing, the implementations they are putting in place in the teams they manage.
The modalities for the participation of the head of the management team in the MASTERMIND group should be decided individually.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Method of implementation:<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tTo ensure maximum effectiveness of the development activities, we propose to rely on the model of MASTERMIND sessions conducted online. Both the form and the structure of conducting meetings are characteristic of this model.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Meeting structure::<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tSessions should take place at intervals agreed and accepted by all participants (e.g. once a fortnight, on a Wednesday, at 10:00).
No more than 12 – 16 participants per session.
Each session lasts approximately 1.5 – 2 hours.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Each session includes the following elements: <\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t- status of participants,<\/li>
- key challenges, <\/li>
- discussion of solutions and\u00a0 best practices for key issues,<\/li>
- contracting the\u00a0 implementation of solutions<\/li>
- inspiration<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t
Game<\/span> Changers <\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Leadership Development Program<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tGame Changers<\/strong> is a series of workshops dedicated to executives developing leadership competences based on D. Goleman’s \u2018Emotional Intelligence\u2019 model. Each session is a set of games and exercises allowing participants to experiment with difficult decision-making situations and typical, often unconscious ways of dealing with them. The behaviours presented and decisions made provide source material for analysis and reflection confronted with theoretical models.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t![\"\"](\"https:\/\/smiechandpartners.com\/wp-content\/uploads\/2024\/09\/PRZEDSIEBIORCZOSC.jpg\")
\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe managerial workshops allow for the development of new methods of dealing effectively with professional difficulties and then testing these methods in the work environment between sessions. The programme is built around the concept of \u2018Entrepreneurship\u2019 understood as:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t- Ambition <\/strong>in achieving exceptional business results<\/li>
- Independence <\/strong>and responsibility for generating real work outcomes<\/li>
- Ability <\/strong>to manage diversity and create added value from it<\/li>
- Ability <\/strong>to recognize emerging market opportunities or threats<\/li>
- Quick <\/strong>and effective response in the face of opportunities or threats<\/li>
- Implementing <\/strong>a cost-effective plan for managing them, with a focus on the actual profit\/loss from a given initiative or transaction<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t
By implementing the Game Changers program, we aim for its participants, upon completion, to:<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t- Be more focused on achieving measurable and ambitious results.<\/li>
- Prefer decisions that have a real impact on financial outcomes (margin, return on investment) rather than just sales volume.<\/li>
- Be able to prioritize business actions in terms of the relationship between their costs and potential profits.<\/li>
- View their business environment as a set of opportunities to exploit, not yet fully tapped by the market.<\/li>
- Be aware of potential risks arising from market competition and have a set of effective alternatives.<\/li>
- Be prepared and open to changes that will undoubtedly occur, even if not always perceived as beneficial.<\/li>
- Possess the knowledge and skills to create a motivating work environment for their subordinates.<\/li>
- Have a set of tools for effectively influencing others and be able to apply them in practice.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t
Difficult<\/span> Managerial Conversations<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tDifficult Conversations with Difficult Employees<\/strong> \u2013 How to assertively and non-emotionally influence the behavior of challenging subordinates or partners within the organization.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tEmotional Competence “Empathy”<\/strong> as a tool for selecting the best methods to influence changes in the attitudes of specific individuals.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tEmotional Competence “Self-Control”<\/strong> as a key skill in maintaining constructive interpersonal relationships with difficult partners.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t![\"\"](\"https:\/\/smiechandpartners.com\/wp-content\/uploads\/2024\/09\/Trudne-Rozmowy-Managerskie.jpg\")
\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tBehavioral Competence “Influence and Impact” <\/strong><\/b>as a set of behaviors leading to the achievement of intended results despite differences in opinion.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tAssertiveness in Communication<\/strong> as a method of fully expressing oneself in interactions with others. The impact of Human-to-Human<\/strong> relationships on building tangible results at the Business-to-Business<\/strong> level. A set of methods for establishing contact and presenting one\u2019s position without risking the deterioration of relationships between the parties.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tDifficult Managerial Conversations: Scenarios<\/strong> of Dialogues That Will Certainly Happen in the Future:<\/p>- Constructive Criticism<\/strong> \u2013 How to provide corrective feedback without demotivating or lowering the efficiency of your subordinates.<\/li>
- The Nature and Boundaries of a Developmental Conversation<\/strong> \u2013 How to create an environment where subordinates are willing to open up and honestly discuss their deficits\/development needs.<\/li>
- The Structure and Form of Communication Aimed at Finding Solutions<\/strong> to problems that subordinates bring to their manager.<\/li>
- Corrective Plans<\/strong> \u2013 The main message of a “corrective plan,” its stages of implementation, monitoring of results, and the consequences of its execution.<\/li>
- The Art of Giving Praise<\/strong> \u2013 How to give praise in a way that not only boosts the subordinate’s self-esteem but also strengthens their belief in their professional abilities.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t
Leadership<\/span> According to SYMLOG <\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe SYMLOG method versus the traditional 360-degree assessment<\/strong> \u2013 Is it worth investing in a new approach to evaluating and building potential among mid- and senior-level management?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tSYMLOG is an acronym for System for the Multiple Level Observation of Groups<\/strong>, and it serves as both a theoretical research model and a method for measuring and developing personal resources. The advisory and research group SYMLOG CONSULTING GROUP continues over 45 years of scientific work and achievements by Robert F. Bales (Professor of Psychology and Social Relations at Harvard University), continuously updated in seventeen languages (across more than 65 countries worldwide).<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t![\"\"](\"https:\/\/smiechandpartners.com\/wp-content\/uploads\/2024\/09\/SYMLOG.jpg\")
\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tSYMLOG<\/strong> uses a unified and comprehensive system to assess the values expressed by individuals, teams, and organizations. By describing reality, SYMLOG enables the comparison of the current state with the standards of highest efficiency. This type of analysis allows for the development of strategies and the implementation of organizational development processes, the formation of effective teams, and the improvement of leadership skills.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe Origin of the SYMLOG Approach, Its Key Dimensions, and the Unique Types of Information Obtainable Through the Various Reports:<\/strong><\/p>- The unique ability to diagnose the dynamics of relationships within teams, specifically what attitudes all individual members have towards each other (combining individual 360-degree views into a network of mutual relationships and interactions).<\/li>
- The ability to diagnose the strength of a team\u2019s integration or, alternatively, identify the number of informal subgroups and their potential leaders.<\/li>
- Analysis of the leadership strength of a specific manager and their ability to motivate and activate subordinates.<\/li>
- An inventory of initiatives that should be implemented for each team member to achieve stronger integration of the entire structure.<\/li><\/ul>
Based on the results of the leadership, team, or organizational potential diagnosis, a two-day workshop is conducted, aimed at a group analysis of the results and the formulation of developmental proposals that serve as the framework for the team\u2019s future functioning.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Operational<\/span> Team Management<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe Operational Management Cycle: How to Use Critical Events in the Team to Build the Leader’s Authority.<\/strong>
Developing an inventory of methods and techniques for a manager to influence their sales team, ultimately ensuring the achievement of results at a level that satisfies the company.
Expanding the repertoire of managerial behaviors in typical management situations, which in turn leads to increased engagement and motivation of subordinates.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t![\"\"](\"https:\/\/smiechandpartners.com\/wp-content\/uploads\/2024\/09\/Operacyjne-Zarzadzanie-Zespolem.jpg\")
\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t
Leadership<\/span> Mastermind Group<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Purpose of the meeting<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tTo create<\/strong> a strong motivation to seek out-of-the-box solutions in a difficult business environment and to sustain team spirit and leadership attitudes among Executives.<\/p><\/li>To inspire<\/strong> to reframe one’s professional and personal perspective towards the changes that are now a permanent feature of the market, professional and personal environment in order to arouse and realise unconscious potential.<\/p><\/li>To build<\/strong> personal courage to boldly face the challenges of both professional and personal life.<\/p><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Form of meetings:<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tMeetings take the form of focused, open conversation, sharing best practice and generating ideas based on five key principles: confidentiality, honesty, accountability, support and creativity.
The resulting ways of dealing with difficulties and proposed methods of achieving goals will be reflected upon and discussed in the forum. The session will produce a list of concrete conclusions, which will become a reference for the participants’ functioning in the coming future. Each participant will choose one of the practices to implement between sessions.
At the next meeting, participants will start by discussing, the implementations they are putting in place in the teams they manage.
The modalities for the participation of the head of the management team in the MASTERMIND group should be decided individually.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Method of implementation:<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tTo ensure maximum effectiveness of the development activities, we propose to rely on the model of MASTERMIND sessions conducted online. Both the form and the structure of conducting meetings are characteristic of this model.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Meeting structure::<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tSessions should take place at intervals agreed and accepted by all participants (e.g. once a fortnight, on a Wednesday, at 10:00).
No more than 12 – 16 participants per session.
Each session lasts approximately 1.5 – 2 hours.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Each session includes the following elements: <\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t- status of participants,<\/li>
- key challenges, <\/li>
- discussion of solutions and\u00a0 best practices for key issues,<\/li>
- contracting the\u00a0 implementation of solutions<\/li>
- inspiration<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t
Game<\/span> Changers <\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Leadership Development Program<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tGame Changers<\/strong> is a series of workshops dedicated to executives developing leadership competences based on D. Goleman’s \u2018Emotional Intelligence\u2019 model. Each session is a set of games and exercises allowing participants to experiment with difficult decision-making situations and typical, often unconscious ways of dealing with them. The behaviours presented and decisions made provide source material for analysis and reflection confronted with theoretical models.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe managerial workshops allow for the development of new methods of dealing effectively with professional difficulties and then testing these methods in the work environment between sessions. The programme is built around the concept of \u2018Entrepreneurship\u2019 understood as:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t- Ambition <\/strong>in achieving exceptional business results<\/li>
- Independence <\/strong>and responsibility for generating real work outcomes<\/li>
- Ability <\/strong>to manage diversity and create added value from it<\/li>
- Ability <\/strong>to recognize emerging market opportunities or threats<\/li>
- Quick <\/strong>and effective response in the face of opportunities or threats<\/li>
- Implementing <\/strong>a cost-effective plan for managing them, with a focus on the actual profit\/loss from a given initiative or transaction<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t
By implementing the Game Changers program, we aim for its participants, upon completion, to:<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t- Be more focused on achieving measurable and ambitious results.<\/li>
- Prefer decisions that have a real impact on financial outcomes (margin, return on investment) rather than just sales volume.<\/li>
- Be able to prioritize business actions in terms of the relationship between their costs and potential profits.<\/li>
- View their business environment as a set of opportunities to exploit, not yet fully tapped by the market.<\/li>
- Be aware of potential risks arising from market competition and have a set of effective alternatives.<\/li>
- Be prepared and open to changes that will undoubtedly occur, even if not always perceived as beneficial.<\/li>
- Possess the knowledge and skills to create a motivating work environment for their subordinates.<\/li>
- Have a set of tools for effectively influencing others and be able to apply them in practice.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t
Difficult<\/span> Managerial Conversations<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tDifficult Conversations with Difficult Employees<\/strong> \u2013 How to assertively and non-emotionally influence the behavior of challenging subordinates or partners within the organization.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tEmotional Competence “Empathy”<\/strong> as a tool for selecting the best methods to influence changes in the attitudes of specific individuals.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tEmotional Competence “Self-Control”<\/strong> as a key skill in maintaining constructive interpersonal relationships with difficult partners.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tBehavioral Competence “Influence and Impact” <\/strong><\/b>as a set of behaviors leading to the achievement of intended results despite differences in opinion.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tAssertiveness in Communication<\/strong> as a method of fully expressing oneself in interactions with others. The impact of Human-to-Human<\/strong> relationships on building tangible results at the Business-to-Business<\/strong> level. A set of methods for establishing contact and presenting one\u2019s position without risking the deterioration of relationships between the parties.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tDifficult Managerial Conversations: Scenarios<\/strong> of Dialogues That Will Certainly Happen in the Future:<\/p>- Constructive Criticism<\/strong> \u2013 How to provide corrective feedback without demotivating or lowering the efficiency of your subordinates.<\/li>
- The Nature and Boundaries of a Developmental Conversation<\/strong> \u2013 How to create an environment where subordinates are willing to open up and honestly discuss their deficits\/development needs.<\/li>
- The Structure and Form of Communication Aimed at Finding Solutions<\/strong> to problems that subordinates bring to their manager.<\/li>
- Corrective Plans<\/strong> \u2013 The main message of a “corrective plan,” its stages of implementation, monitoring of results, and the consequences of its execution.<\/li>
- The Art of Giving Praise<\/strong> \u2013 How to give praise in a way that not only boosts the subordinate’s self-esteem but also strengthens their belief in their professional abilities.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t
Leadership<\/span> According to SYMLOG <\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe SYMLOG method versus the traditional 360-degree assessment<\/strong> \u2013 Is it worth investing in a new approach to evaluating and building potential among mid- and senior-level management?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tSYMLOG is an acronym for System for the Multiple Level Observation of Groups<\/strong>, and it serves as both a theoretical research model and a method for measuring and developing personal resources. The advisory and research group SYMLOG CONSULTING GROUP continues over 45 years of scientific work and achievements by Robert F. Bales (Professor of Psychology and Social Relations at Harvard University), continuously updated in seventeen languages (across more than 65 countries worldwide).<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tSYMLOG<\/strong> uses a unified and comprehensive system to assess the values expressed by individuals, teams, and organizations. By describing reality, SYMLOG enables the comparison of the current state with the standards of highest efficiency. This type of analysis allows for the development of strategies and the implementation of organizational development processes, the formation of effective teams, and the improvement of leadership skills.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe Origin of the SYMLOG Approach, Its Key Dimensions, and the Unique Types of Information Obtainable Through the Various Reports:<\/strong><\/p>- The unique ability to diagnose the dynamics of relationships within teams, specifically what attitudes all individual members have towards each other (combining individual 360-degree views into a network of mutual relationships and interactions).<\/li>
- The ability to diagnose the strength of a team\u2019s integration or, alternatively, identify the number of informal subgroups and their potential leaders.<\/li>
- Analysis of the leadership strength of a specific manager and their ability to motivate and activate subordinates.<\/li>
- An inventory of initiatives that should be implemented for each team member to achieve stronger integration of the entire structure.<\/li><\/ul>
Based on the results of the leadership, team, or organizational potential diagnosis, a two-day workshop is conducted, aimed at a group analysis of the results and the formulation of developmental proposals that serve as the framework for the team\u2019s future functioning.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t Operational<\/span> Team Management<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe Operational Management Cycle: How to Use Critical Events in the Team to Build the Leader’s Authority.<\/strong>
Developing an inventory of methods and techniques for a manager to influence their sales team, ultimately ensuring the achievement of results at a level that satisfies the company.
Expanding the repertoire of managerial behaviors in typical management situations, which in turn leads to increased engagement and motivation of subordinates.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t
Purpose of the meeting<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
To create<\/strong> a strong motivation to seek out-of-the-box solutions in a difficult business environment and to sustain team spirit and leadership attitudes among Executives.<\/p><\/li>
To inspire<\/strong> to reframe one’s professional and personal perspective towards the changes that are now a permanent feature of the market, professional and personal environment in order to arouse and realise unconscious potential.<\/p><\/li>
To build<\/strong> personal courage to boldly face the challenges of both professional and personal life.<\/p><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t \t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\tForm of meetings:<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tMeetings take the form of focused, open conversation, sharing best practice and generating ideas based on five key principles: confidentiality, honesty, accountability, support and creativity.
The resulting ways of dealing with difficulties and proposed methods of achieving goals will be reflected upon and discussed in the forum. The session will produce a list of concrete conclusions, which will become a reference for the participants’ functioning in the coming future. Each participant will choose one of the practices to implement between sessions.
At the next meeting, participants will start by discussing, the implementations they are putting in place in the teams they manage.
The modalities for the participation of the head of the management team in the MASTERMIND group should be decided individually.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\tMethod of implementation:<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tTo ensure maximum effectiveness of the development activities, we propose to rely on the model of MASTERMIND sessions conducted online. Both the form and the structure of conducting meetings are characteristic of this model.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\tMeeting structure::<\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tSessions should take place at intervals agreed and accepted by all participants (e.g. once a fortnight, on a Wednesday, at 10:00).
No more than 12 – 16 participants per session.
Each session lasts approximately 1.5 – 2 hours.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\tEach session includes the following elements: <\/p>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t- status of participants,<\/li>
- key challenges, <\/li>
- discussion of solutions and\u00a0 best practices for key issues,<\/li>
- contracting the\u00a0 implementation of solutions<\/li>
- inspiration<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t
Game<\/span> Changers <\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\tLeadership Development Program<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tGame Changers<\/strong> is a series of workshops dedicated to executives developing leadership competences based on D. Goleman’s \u2018Emotional Intelligence\u2019 model. Each session is a set of games and exercises allowing participants to experiment with difficult decision-making situations and typical, often unconscious ways of dealing with them. The behaviours presented and decisions made provide source material for analysis and reflection confronted with theoretical models.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t \t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe managerial workshops allow for the development of new methods of dealing effectively with professional difficulties and then testing these methods in the work environment between sessions. The programme is built around the concept of \u2018Entrepreneurship\u2019 understood as:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t- Ambition <\/strong>in achieving exceptional business results<\/li>
- Independence <\/strong>and responsibility for generating real work outcomes<\/li>
- Ability <\/strong>to manage diversity and create added value from it<\/li>
- Ability <\/strong>to recognize emerging market opportunities or threats<\/li>
- Quick <\/strong>and effective response in the face of opportunities or threats<\/li>
- Implementing <\/strong>a cost-effective plan for managing them, with a focus on the actual profit\/loss from a given initiative or transaction<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tBy implementing the Game Changers program, we aim for its participants, upon completion, to:<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t- Be more focused on achieving measurable and ambitious results.<\/li>
- Prefer decisions that have a real impact on financial outcomes (margin, return on investment) rather than just sales volume.<\/li>
- Be able to prioritize business actions in terms of the relationship between their costs and potential profits.<\/li>
- View their business environment as a set of opportunities to exploit, not yet fully tapped by the market.<\/li>
- Be aware of potential risks arising from market competition and have a set of effective alternatives.<\/li>
- Be prepared and open to changes that will undoubtedly occur, even if not always perceived as beneficial.<\/li>
- Possess the knowledge and skills to create a motivating work environment for their subordinates.<\/li>
- Have a set of tools for effectively influencing others and be able to apply them in practice.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t
Difficult<\/span> Managerial Conversations<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tDifficult Conversations with Difficult Employees<\/strong> \u2013 How to assertively and non-emotionally influence the behavior of challenging subordinates or partners within the organization.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tEmotional Competence “Empathy”<\/strong> as a tool for selecting the best methods to influence changes in the attitudes of specific individuals.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tEmotional Competence “Self-Control”<\/strong> as a key skill in maintaining constructive interpersonal relationships with difficult partners.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t \t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tBehavioral Competence “Influence and Impact” <\/strong><\/b>as a set of behaviors leading to the achievement of intended results despite differences in opinion.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tAssertiveness in Communication<\/strong> as a method of fully expressing oneself in interactions with others. The impact of Human-to-Human<\/strong> relationships on building tangible results at the Business-to-Business<\/strong> level. A set of methods for establishing contact and presenting one\u2019s position without risking the deterioration of relationships between the parties.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tDifficult Managerial Conversations: Scenarios<\/strong> of Dialogues That Will Certainly Happen in the Future:<\/p>
- Constructive Criticism<\/strong> \u2013 How to provide corrective feedback without demotivating or lowering the efficiency of your subordinates.<\/li>
- The Nature and Boundaries of a Developmental Conversation<\/strong> \u2013 How to create an environment where subordinates are willing to open up and honestly discuss their deficits\/development needs.<\/li>
- The Structure and Form of Communication Aimed at Finding Solutions<\/strong> to problems that subordinates bring to their manager.<\/li>
- Corrective Plans<\/strong> \u2013 The main message of a “corrective plan,” its stages of implementation, monitoring of results, and the consequences of its execution.<\/li>
- The Art of Giving Praise<\/strong> \u2013 How to give praise in a way that not only boosts the subordinate’s self-esteem but also strengthens their belief in their professional abilities.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\tLeadership<\/span> According to SYMLOG <\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe SYMLOG method versus the traditional 360-degree assessment<\/strong> \u2013 Is it worth investing in a new approach to evaluating and building potential among mid- and senior-level management?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tSYMLOG is an acronym for System for the Multiple Level Observation of Groups<\/strong>, and it serves as both a theoretical research model and a method for measuring and developing personal resources. The advisory and research group SYMLOG CONSULTING GROUP continues over 45 years of scientific work and achievements by Robert F. Bales (Professor of Psychology and Social Relations at Harvard University), continuously updated in seventeen languages (across more than 65 countries worldwide).<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t \t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tSYMLOG<\/strong> uses a unified and comprehensive system to assess the values expressed by individuals, teams, and organizations. By describing reality, SYMLOG enables the comparison of the current state with the standards of highest efficiency. This type of analysis allows for the development of strategies and the implementation of organizational development processes, the formation of effective teams, and the improvement of leadership skills.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe Origin of the SYMLOG Approach, Its Key Dimensions, and the Unique Types of Information Obtainable Through the Various Reports:<\/strong><\/p>
- The unique ability to diagnose the dynamics of relationships within teams, specifically what attitudes all individual members have towards each other (combining individual 360-degree views into a network of mutual relationships and interactions).<\/li>
- The ability to diagnose the strength of a team\u2019s integration or, alternatively, identify the number of informal subgroups and their potential leaders.<\/li>
- Analysis of the leadership strength of a specific manager and their ability to motivate and activate subordinates.<\/li>
- An inventory of initiatives that should be implemented for each team member to achieve stronger integration of the entire structure.<\/li><\/ul>
Based on the results of the leadership, team, or organizational potential diagnosis, a two-day workshop is conducted, aimed at a group analysis of the results and the formulation of developmental proposals that serve as the framework for the team\u2019s future functioning.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\tOperational<\/span> Team Management<\/span><\/h1>\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe Operational Management Cycle: How to Use Critical Events in the Team to Build the Leader’s Authority.<\/strong>
Developing an inventory of methods and techniques for a manager to influence their sales team, ultimately ensuring the achievement of results at a level that satisfies the company.
Expanding the repertoire of managerial behaviors in typical management situations, which in turn leads to increased engagement and motivation of subordinates.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\n\t\t\t\n\t\t\t\t\t\t\t\t\n\t\t\t\t\t \t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t<\/div>\n\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t
- The Nature and Boundaries of a Developmental Conversation<\/strong> \u2013 How to create an environment where subordinates are willing to open up and honestly discuss their deficits\/development needs.<\/li>
- Constructive Criticism<\/strong> \u2013 How to provide corrective feedback without demotivating or lowering the efficiency of your subordinates.<\/li>
- Independence <\/strong>and responsibility for generating real work outcomes<\/li>
- Ambition <\/strong>in achieving exceptional business results<\/li>